Summary

This is the first book to offer suggestions on how to replace performance appraisals with a system emphasizing teamwork, empowerment, and spirituality. Exploring such areas as coaching, feedback, compensation, promotion, and legal documentation, it challenges readers to think about the important questions surrounding the use of appraisal, such as: Why do you use appraisals? Do they accomplish your intended goals? What are their real effects? What are the underlying assumptions of the appraisal process? Do you really need any kind of performance appraisal system? The bottom line, the authors argue, is that the process of performance appraisal frustrates most employees and managers who use it. While eighty percent of U.S. Businesses use performance appraisals, 9 out of 10 of them are dissatisfied with the process. This book provides an alternative.

This is the first book to offer suggestions on how to replace performance appraisals with a system emphasizing teamwork, empowerment, and spirituality. Exploring such areas as coaching, feedback, compensation, promotion, and legal documentation, it challenges readers to think about the important questions surrounding the use of appraisal, such as: Why do you use appraisals? Do they accomplish your intended goals? What are their real effects? What are the underlying assumptions of the appraisal process? Do you really need any kind of performance appraisal system? The bottom line, the authors argue, is that the process of performance appraisal frustrates most employees and managers who use it. While eighty percent of U.S. Businesses use performance appraisals, 9 out of 10 of them are dissatisfied with the process. This book provides an alternative.

Summary

This is the first book to offer suggestions on how to replace performance appraisals with a system emphasizing teamwork, empowerment, and spirituality. Exploring such areas as coaching, feedback, compensation, promotion, and legal documentation, it challenges readers to think about the important questions surrounding the use of appraisal, such as: Why do you use appraisals? Do they accomplish your intended goals? What are their real effects? What are the underlying assumptions of the appraisal process? Do you really need any kind of performance appraisal system? The bottom line, the authors argue, is that the process of performance appraisal frustrates most employees and managers who use it. While eighty percent of U.S. Businesses use performance appraisals, 9 out of 10 of them are dissatisfied with the process. This book provides an alternative.